The document discusses Ghana's efforts to reform its public sector and establish an effective performance management system. It outlines Ghana's challenges with previous performance management systems, including a lack of implementation framework, executive support, and linkage to rewards/sanctions. A new performance management framework was developed with principles of accountability, transparency, equity and ownership. The new system aims to create a performance-driven culture and link performance to incentives through an annual cycle of planning, reviews, appraisals and recognition. It is expected to improve performance, productivity and public satisfaction with public services.

1. PUBLIC SERVICES COMMISSION GHANA
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2. INTRODUCTION
Ghana over the last three decades, has undertaken several reforms
in the public sector, designed mainly to improve the efficiency and
effectiveness of service delivery to enhance productivity. One of the
initiatives has been the desire to establish a performance
management system based on an effective performance
management culture that seeks to sustain an effective performance
culture that sets objectives, targets and aligns staff performance to
organisational and national development goals
The PSC is the lead agency in championing Reforms specific to HRM
and practices. The following initiatives have been embarked on
concurrently; HRM Policy Framework and Manual; Performance
Management System; HRM Information System; Corporate
Governance and Capacity Building System and Annual State of the
Service Report.
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3. CHALLENGES OF THE EXISTING SYSTEM
• In the area of performance management, a number of
initiatives have been undertaken to establish an effective
performance management culture that seeks to align
objectives, targets and outcomes to organizational and
national development goals.
• These included the following: Annual Confidential
Reporting System (ACRS) which was reviewed in 1974;
Performance Evaluation System (PES) introduced in the
Public Service in 1992 under the Civil Service Reform
Programme (CSRP) -1987 – 1993. In 1997 a Performance
Agreement System (PAS) was introduced to provide an
objective means of assessing the performance of Senior
Managers and Chief Directors (CDs) in the Ministries and
the Regional Coordinating Councils (RCCs).
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4. CHALLENGES OF THE EXISTING SYSTEM (Cont.)
• Absence of a clearly defined, articulate and enforceable
implementation framework;
• low Executive commitment/involvement and support for
the PMS in contrast to what pertains in other
developed/developing countries;
• poor understanding of the roles of Governing
Boards/Councils in the Appraisal system;
• absence of rigour, objectivity and continuity in the
administration of the system;
• non-linkage of the process to an enforceable Reward and
Sanctions Mechanism; ignorance of Public Servants on
the merits of PMS;
• non-linkage of the system to staff development, i.e.
training and career development; and lack of effective
monitoring and annual reporting and feedback
mechanisms.
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5. ADVERSE EFFECTS ON PRODUCTIVITY
• non-responsiveness/adherence to Staff Performance
Appraisal System/Performance Agreement;
• poor performance reporting system and non-compliance
to timeliness/deadlines; and
• weak supervision, breakdown in discipline and work
ethic.
Productivity was difficult to measure while the general
public’s perception on the output of public servants was
poor. Clearly there was the need for a paradigm shift in the
existing conceptualization and the underlying philosophical
principles.
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6. PARADIGM SHIFT: CONCEPTS AND PRINCIPLES
• In the conceptualization of the New Performance
Management Policy Framework four key principles were
adapted. These principles of Accountability, Transparency,
Equity and Ownership, theoretically, were considered as
the building constructs to guide the development of the
policy statements/guidelines, the Performance
Management System, as well as the assessment
instruments and tools which were all home-grown
initiatives.
• The New Performance Management System encapsulates
the underlying principle that performance is an on-going
process that takes place from the time an employee joins
the organisation until they leave and should be used in
that time to support and develop people through their
employment with the organisation.
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7. POLICY STATEMENTS/GUIDELINES
• Performance Management (PM) shall be a management tool for meeting
organisational goals
• Performance Management shall be used to create a shared understanding of
what is to be achieved and how it is achieved.
• Performance Management shall be viewed both as an approach and a
system for managing people and other organisational resources.
• Competencies and measurement standards shall drive the performance
management process to achieving desired results.
• Performance Management shall drive the process through clear, consistent,
visible and active involvement of the governing bodies, senior executives and
managers.
• Management and staff shall adopt effective and open communication
systems at all levels for the successful promotion of the performance
management process.
• Incentives, rewards, recognition and sanctions shall be linked to
performance.
• Performance results and progress shall be openly shared/communicated
with employees, customers, and stakeholders
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8. Prescriptive in nature – concentrates on what has to be
achieved
• Normative – hinges on how to make it more likely that it
will be achieved
Interest is in the individual’s past. • Emphasizes on how staff should operate
Seen by staff and managers as a year meeting • It is a continuous process throughout the year informally
and formally through review meeting at three monthly or
six monthly intervals
• Top down approach – one way assessment by the
Manager / supervisor
• One- way communication flow
• Top down and bottom up approach – helps managers
/supervisors to ensure corrective measures before
something goes wrong
• Two –way communication flow
Reliance on how far the individual has met the tasks of job
descriptions as in the appraisal
Concerned with what an individual does and how they do it
Usually concentrates on past results • Reviews past results for both positive and problematic
areas
• Concentrates on identifying and agreeing with the
individual’s achievements for the next period
Individuals asked to choose the training they would wish to
undertake
• Concerned with establishing a coaching relationship
between the Manager /Supervisor and the individual.
• Staff feel supported and motivated whilst the learning
they undertake is appropriate, relevant and of use in
their work, thereby enhancing their performance and
contribution to the organizational goals
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9. 9
PERFORMANCE MANAGEMENT CYCLE
1. Planning
• Define role & responsibilities
• Communicate corporate vision and strategic plan
• Set Functional and individual objectives aligned to
Performance
Management
cycle
the vision
• Identify competencies & required behaviours
2. Progress Reviews
• Monitor & evaluate
performance against
objectives- linking the
objectives and
competencies being
demonstrated
4. Recognising &Rewarding
• Reward excellent
performance
• Decide on steps to develop
skills and competencies
(e.g. PiP)
• Agree sanctions where
necessary
3. Appraisal
• Appraise individual, reflect upon past
performance & provide evidence based
feedback
• Review individual’s strengths and identify
development areas

10. GOVERNANCE STRUCTURES AND MONITORING
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MECHANISMS FOR SUSTAINANBILITY
• To ensure the sustainability of the system a governance
regime/structure has been introduced. This was all inclusive
capturing the overarching roles, responsibilities, authority
relationships of the major stakeholders. This included: Public
Services Commission, Governing Councils and Boards, Heads of
the Public Services/Chief Executives/ Chief Directors, Ministry of
Finance and Economic Planning, the National Development
Planning Commission and the Fair Wages and Salaries
Commission.
• The Pubic Services Commission has been the lead agency in the
development and management of the new performance
management system in Ghana. All relevant public service
institutions including the Universities and Management
Development Institutes were involved, consulted and bought-in
into the new system. The funding was strictly from the Public
Services Commission annual budgetary support from
government. External technical assistance was also provided by
the Australian Public Service Commission as part of its Africa
Programme for improving Public Administration practice.
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11. WHAT IS NEW?
• Recognition that PM is an ongoing process that takes place from the time
the employees join the organisation until they leave. Employers should,
therefore, support and develop peoples through their engagement in the
organizations.
• Performance driven culture through the process approach i.e. an all
inclusive top-down and bottom-up approach to PM.
• Institutionalisation of a Rewards and Sanctions regime in the public
service of Ghana.
• Positioning and strengthening the HR function to play a strategic role in
HRM practice in public service agencies.
• A system for communicating (two-way flow) National Development Goals
and Organisation’s Goals and Values to employee job functions to ensure
relevance of the Organisations themselves. In effect there is to be the
linkage with the National Goals/Organisational Goals/Departmental
Goals and individual objectives to ensure the necessary synergy for
development.
• People development a key driver to ensuring high productivity at all
levels through continuous learning and training.
• Recognition that the often ignored soft issues in HRM performance
assessment i.e. the competencies and skills employed by the individuals
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must be measured and assessed objectively.

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EXPECTED OUTPUTS AND BENEFITS
The new System, has the following expected outputs and benefits:-
• enables the Public Service to attract and retain talent;
• leads to significant improvement in performance and customer
sensitivity among Public Servants;
• promotes professionalization of the HR Management in the entire
Public Service for improved management of staff;
• offers equal opportunities, for progression on merit and recognition
for all sexes, ethnic backgrounds, occupational groups and grades;
while ensuring high morale amongst public servants;
• contributes to higher productivity, strengthens the ability of the
public service to create the enabling environment for private sector
operations and attainment of Millennium Development Goals;
• lead to improved customer sensitivity and responsiveness; and
• public satisfaction with the services of the Public Service Institutions shall be
greatly enhanced.
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13. CONCLUSION
• The new initiatives being introduced are meant to strengthen
the capacity of public servants to discharge their duties and
responsibilities efficiently and effectively. They are largely
home-grown and are the result of careful assessment and review
of the current state of HRM and its effectiveness for national
development.
“The Central focus of public sector reform rightly remains the
transformation of the conditions of employment of career public
officials, who occupy key positions in government organizations,
so as to enable public authorities to attract, retain and reward
talented professional, and make them more responsive to citizens’
need and expectation. Once the citizen see the evidence of
administrative reform in the form of improvements in service
delivery and administration, the virtuous cycle of political
acceptance and effective implementation will gain momentum”
( “The Specificity of Public Service Reforms”, Public
Administration and Development, Vol. 24, 2004:383)
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15. QUESTIONS, ANSWERS AND CONTRIBUTIONS
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